Why Strategy Unravels—And What To Do About It

We draw on research and insights from Donald and Charles Sull and Rebecca Homkes.

They have interviewed managers in more than 250 companies. Although their research is ongoing, early results pinpoint several areas where execution goes awry.

Since Michael Porter’s groundbreaking work in the 1980s, we’ve gotten really good at developing strategy—but we’re not nearly as good at executing it. Studies show that up to three-quarters of large organizations struggle to implement their strategies.

When global CEOs are surveyed about their biggest concerns, execution tops the list—ahead of innovation, geopolitical instability, and top-line growth.

It’s no wonder we wrestle with execution: several common beliefs about execution are just plain wrong.

We look at five of the most damaging myths. These myths lead organizations to waste time and resources on the wrong issues—while ignoring the things that really matter.

But we don’t just point out the pitfalls of execution—we provide you behaviors that help you avoid the pitfalls and turn your strategy into desired results!